Perusahaan E-Bussiness dan Manajemen Global
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1. Teknologi informasi mempengaruhi cara kerja manajer perusahaan e-bisnis dan kinerja sistem informasi bergantung pada keterlibatan manajer bisnis dan pemakai dalam pengembangan aplikasi. 2. Struktur organisasi dan peran perusahaan e-bisnis sedang berubah untuk fokus pada pelanggan. 3. Pengelolaan teknologi informasi perusahaan e-bisnis global melibatkan strategi bisnis dan teknologi informasi, portfolio aplik
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Perusahaan E-Bussiness dan Manajemen Global
- 1. 1 Eleventh Edition Pengenalan Sistem Informasi Essentials for the Internetworked E-Business Enterprise 12 MODUL James A. O’Brien Perusahaan e-Bisnis dan Manajemen Global dari Teknologi e-Bisnis Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 2. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 2 Tujuan-tujuan Modul • Mengidentifikasi sejumlah situasi di mana teknologi informasi mempengaruhi cara kerja para manajer dalam perusahaan-perusahaan e-bisnis. • Menerangkan cara mengurangi permasalahan kinerja sistem informasi dengan melibatkan manajer2 bisnis dalam perencanaan dan manajemen Sistem Informasi. • Meng-identifikasi tujuh dimensi penting dari organisasi e-bisnis dan menjelaskan cara mereka mempengaruhi keberhasilan perusahaan-perusahaan e-bisnis. Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 3. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 3 Tujuan-tujuan Modul (lanjutan) • Meng-identifikasi masing-masing dari ketiga komponen manajemen teknologi e-bisnis dan penggunaan contoh-contoh untuk mengilustrasikan bagaimana mereka mungkin diimplementasikan dalam perusahaan e-bisnis. • Mengidentifikasi sejumlah tantangan kultural, politikal, dan geo-ekonomik yang dihadapi para manajer dalam mengelola berbagai teknologi e-bisnis. Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 4. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 4 Tujuan-tujuan Modul (Lanjutan) • Menerangkan pengaruh terhadap strategi e-bisnis global akibat kecenderungan menuju suatu strategi bisnis trans-nasional oleh organisasi2 bisnis internasional. • Meng-identifikasi beberapa pertimbangan yang mempengaruhi pemilihan aplikasi-aplikasi TI, platform2 TI, kebijakan pengaksesan data, dan metode-metode pengembangan sistem oleh suatu perusahaan e-bisnis global. Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 5. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 5 Mengelola Teknologi2 e-Bisnis Pengembangan Teknologi Informasi E-Bisnis •Kelincahan, keluwesan •Strategi2 Bisnis •Rantai Pasokan •Mutu Total •Komputing Global dan enterprise; intranet2 •Sarana/Prasarana TI Pemasok2 Mitra2 Bisnis Nilai Pelanggan •Ketanggapan •Akuntabilitas •Biaya lebih murah Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 6. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 6 Organisasi e-Bisnis OrganiIsmapsrio Business Tvreamdeisnitonal Quality E-Organization Business Reengineering Struktur Organisasi Kepemimpinan Manusia Target dan Kultur Potential Payback Koherensi Pengetahuan Risk Kemitraan What Changes? Primary Hierarchical Existing Processes Incrementally Improving Horisontal, Radically Redesigning di-network-kan Business Systems Fokus tersentralisir Any Process Setiap orang adalah pemimpin Strategic Business Processes Pendelegasian wewenang Kolaborasi dihargai Pembuatan keputusan Vertikal Individu2 diberi penghargaan 1100%%--5500%% IImmpprroovveemmeennttss 1100--FFoolldd IImmpprroovveemmeennttss Relevansi untuk Pelanggan Institusional/Kelembagaan Relevansi Internal Individualistik Kerjasama dgn mitra2 yg jauh Mengisi gap-gap yg ada LLooww HHiigghh Kerjasama dgn para pesaing, pelanggan dan pemasok Menciptakan nilai baru IT and Organizational SSaammee JJoobbss -- MMoorree EEffffiicciieenntt Big Job Cuts; New Jobs; IT and Work Simplification Major Job Redesign Governansi Top-down Tersebar Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 7. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 7 Contoh struktur organisasi enterprise e-bisnis Inti Eksekutif Global Unit Bisnis E-commerce Unit Bisnis Pelanggan Produk2 Unit Bisnis TI bersama Utk Layanan2 Pendukung Unit Bisnis Administratif Bersama utk Layanan- Layanan Pendukung Unit Bisnis Produk2 Industrial Unit Bisnis Layanan2 Keuangan Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 8. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 8 Manajemen Teknologi e-Bisnis Pengelolaan Organisasi TI Pengelolaan Organisasi TI Pengelolaan Strategi TI e-Bisnis Pengelolaan Strategi TI e-Bisnis Manajemen Teknologi e-Bisnis Manajemen Teknologi e-Bisnis Pengelolaan Pengembangan & Tekhnologi Pengelolaan Pengembangan & Tekhnologi Aplikasi Aplikasi Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 9. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 9 Manajemen Perencanaan Strategis TI Tujuan2 Terpenting Prioritas2 Pengembangan Aplikasi & Pengerahannya Pemikiran2 penting Strategi2 dan Arsitektur TI E-Bisnis Strategi2 dan Model-model E-Business Memvisikan Nilai Pelanggan dan Nilai-nilai Bisnis Persoalan2 lanjutan Umpan-balik Umpan-balik Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 10. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 10 Manfaat2 yg Diperoleh dari Perencanaan TI Perusahaan • Mengurangi biaya-biaya Pendukung • Mengurangi Kerumitan • Portabilitas Keahlian • Interoperabilitas • Penurunan2 Volume • Mengurangi biaya2 pelatihan • Urun Informasi Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 11. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 11 Pengelolaan Fungsi Sistem Informasi Pengembangan Aplikasi •Analisis Sistem •Desain Sistem •Pemrograman •Perawatan Sistem Managemen SDM •Rekruitmen SI •Pelatihan •Program2 Retainment •Staf Pendukung Manajemen Operasi2 TI •Manajemen Network •Kontrol Produksi •Dukngan Produk •Kinerja Sistem Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 12. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 12 Manajemen Teknologi e-Bisnis Global Pengem-bangan Sistem Tantangan2 Kultural, Politikal, dan Geo-ekonomik Manajemen Sumberdaya Data Manajemen TI Global Platform2 Teknologi Berbasis- Internet Portfolio2 Aplikasi e-Bisnis Strategi2 TI e-Bisnis Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 13. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 13 Strategi-strategi e-Bisnis Global Transaksional -e-Bisnis Maya/Virtual -Pasar2 Dunia -Manufakturing Transparan -Rantai Pasokan Global -Sekutu kemitraan Global Internasional -Operasi2 bersifat otonomi -Spesifik wilayah -Integrasi Vertikal -Pelanggan2 Spesifik -Manufakturing sdh terjamin (captive) Global -Sourcing global -Multi-wilayah -Integrasi horisontal -Sejumlah transparansi tentang pelanggan2 dan produksi Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 14. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 14 Penggerak2 Bisnis untuk e-Bisnis Global PPeellaannggggaann22 GGlloobbaall PPrroodduukk22 GGlloobbaall OOppeerraassii22 GGlloobbaall SSuummbbeerrddaayyaa22 GGlloobbaall KKoollaabboorraassii GGlloobbaall Penggerak2 Bisnis untuk e-Bisnis Global Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 15. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 15 Isu-isu Platform TI Global Infrastruktur Global •Akses Data Global •Akses Teratur •Aliran Data Lintas-batas Pengembangan Sistem Global •Kebutuhan2 Lokal vs. Global •Keperluan2 Multi-bahasa •Standarisasi Data •Penjadwalan Kegiatan2 Global Fasilitas2 Komputing Global •Akwisisi Hardware •Pembatasan2 Impor •Kompatibilitas Software •Layanan lokal •Menyeimbangkan beban-kerja •Kelangkaan suku-cadang Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 16. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 16 Rangkuman Modul • Teknologi2 e-Bisnis mengubah penyebaran, hubungan2, sumberdaya2, dan tanggungjawab-tanggungjawab para manajer. • Kinerja kualitas-tinggi siatem informasi bergantung kepada manajemen yang ekstensif dan berarti serta keterlibatan pemakai dalam penyelenggaraan dan pengembangan aplikasi-aplikasi TI. • Struktur organisasi dan peranan2 berbagai perusahaan e-business sedang mengalami perubahan penting sewaktu mereka berusaha menjadi berfokus-pelanggan. Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 17. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 17 Rangkuman Modul (lanjutan) • Pengelolaan TI dalam suatu e-bisnis memiliki tiga tujuan utama: – Mengelola pengembangan dan implementasi strategi-strategi TI untuk e-bisnis. – Mengelola pengembangan aplikasi-aplikasi e-bisnis beserta riset dan implementasi dari teknologi-teknologi baru. – Mengelola proses-proses, profesional2, dan subunit2 IT di dalam perusahaan. Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 18. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 18 Rangkuman Modul (lanjutan) • Pengelolaan teknologi2 e-bisnis global mencakup: – Berurusan dengan tantangan-tantangan kultural, politikal, dan geo-ekonomik yang disodorkan oleh berbagai negara. – Mengembangkan strategi2 bisnis dan TI yang sesuai. – Mengembangkan portfolio aplikasi2 e-bisnis dan e-commerce global dan platform teknologi berbasis-Internet untuk mendukung mereka. Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
- 19. James A. O’Brien Pengenalan Sistem Informasi Eleventh Edition 19 Rangkuman Modul (lanjutan) • Banyak bisnis menjadi korporasi-korporasi global dan bergerak menuju strategi2 e-bisnis transnasional di mana mereka meng-integrasikan kegiatan2 bisnis global anak-anak perusahaan dengan markas-besar mereka. Irwin/McGraw-Hill Copyright © 2002, The McGraw-Hill Companies, Inc. All rights reserved.
Editor's Notes
- The global e-business confronts constant and changing competitive pressures. Today’s customer-centric business requires both agility and flexibility. Meeting customer and business value objectives has resulted in increased business IT investments in information systems. Managers must understand and select the appropriate technologies that are consistent with business strategies. Thus, there is a real need for business managers and professionals to understand how to manage the IS organization function. More importantly, the enabling technology of IT systems require a reconsideration of what it means to manage, of identifying what skills are required so as to allow information workers the infrastructure they need to do the jobs they know better than do their managers. Yet IT doesn't just happen. IT systems don't create, maintain, or improve themselves. They must be managed -- understood and deployed in pursuit of strategic goals. What managers do may change, but on the most abstract level, management remains the process of coordinating the resources of the firm to meet the competitive opportunities and challenges of the marketplace. In this chapter we will examine how IT affects managers, and the e-business organization. We will further examine the management challenges and opportunities confronting the global e-business manager today. Teaching Tips This slide corresponds to Figure 12.2 on pp. 418 and relates to the material on pp. 418-421.
- It goes without saying that successful information system performance requires the involvement of both managers and users in IS governance. Management must do more than simply endorse the IS design and improve its implementation; it must take an active role in maintaining and controlling the IS business function at all levels of interaction. However, management involvement is only the first step. e-business companies are recognizing the need to ‘e-engineer’ their organizational structure and roles, as well as their business processes, as a means for becoming customer-focused. As indicated on the slide, the new e-business organization differs from traditional organizations along seven dimensions. Key characteristics of the internetworked e-business include: Horizontal organization structure. New businesses rely on their ability to quickly respond to market changes. The slow top-down communication structure of hierarchical organizations makes this difficult to do. Decentralized Leadership. In a customer-centric organization, delegated authority is more effective and efficient than centralized control. Collaborative Teamwork. Collaborative efforts are regarded more highly than individual efforts. Customer-Focus. The focus is completely on getting and maintaining valuable customers. Shared Knowledge. Company knowledge is available to everyone in the organization, not just a few. Cooperation. Strategic alliances with both competitors and suppliers are used to meet changing market demands. Teaching Tips This slide corresponds to Figure 12.4 on pp. 421 and relates to the material on pp. 421-423.
- This is a good slide to start up discussions with students on how organizations are restructuring. This slide is an example of the e-organization structure of an e-business company. Stress with students: That there is a global executive core, four market-focused business units, and two-shared support services business units. However, all six business units are customer focused. Even the shared support services units must provide competitive services to the global core, other business units, and external customers, since uncompetitive services may be outsourced to external vendors. Teaching Tips This slide corresponds to Figure 9.12.5 on pp. 423 and relates to the material on pp. 423-424.
- The e-business approach to managing information technology in the internetworked e-business enterprise has three major components: Managing the joint development and implementation of e-business and IT strategies. Managing the development of e-business applications and the research and implementation of new information technologies. Managing the IT processes, professionals, and subunits within a company’s IT organization and IS function. Teaching Tips This slide relates to the material on pp. 424.
- Both the CEO and the chief information officer (CIO) of a company are involved in the e-business IT strategic planning process. This process focuses on using key insights to discover innovative approaches to satisfy a company’s customer value and business value goals. This planning process leads to the development of strategies and business models for new e-business and e-commerce platforms, processes, products, and services. With these key objectives identified, the company can develop IT strategies and an IT architecture that supports building and implementing newly prioritized e-business applications. Feedback on the performance of an implemented strategy allows the key decision-makers an opportunity to evaluate the effectiveness of their strategies. The e-business IT Strategic planning process has three major components: Strategy Development. Using key insights to develop e-business and e-commerce strategies that support a company’s business vision. Resource Management. Determining what resources are needed to fulfill the strategy developed, and developing strategic plans for managing or outsourcing those resources. Technology Architecture. Selecting the IT computing platform or IT architecture to support a company’s e-business initiatives. The selected IT architecture should include: a. Technology Platform. What telecommunications infrastructure is best suited to meet strategic needs: intranets, extranets, Internet, VPN, etc.? What computer systems: client/server, NetPCs, mainframe, superservers? b. Data Resources. What types of operational and specialized databases are needed to support business processes and decision support? c. Application Portfolio. What business applications are needed to support business initiatives? Cross-functional enterprise systems, traditional business information systems, decision support systems, etc.? d. IT Organization. Given the computing platforms and the application portfolio, what IS specialists are needed? What type of IT organization would be most appropriate? Teaching Tips This slide corresponds to Figure 12.8 on pp. 425 and relates to the material on pp.425-426.
- Most organizations establish and enforce policies for the acquisition of hardware and software by end users and business units. This ensures their compatibility with company standards for hardware, software, and network connectivity. Also important is the development of applications with proper security and quality controls to promote correct performance and safeguard the integrity of corporate and departmental networks and databases. Teaching Tips This slide corresponds to Figure 12.9 on pp. 427 and relates to the material on pp.426-427.
- The IT organization structure has radically changed in the last few years. The shift towards decentralized IS teams and decentralized IS management, evident in the 1980’s and 90’s, has recently been replaced with a return to centralized control and management of IS resources. This has resulted in the development of hybrid organization structures with both centralized and decentralized elements. Some companies have spun-off their IS organizations into subsidiaries or business units. Others have relied on outsourcing IS functions to either application service providers or system integrators. Regardless of these organizational changes, the IS organization function still involves three major components: Application Development Management. Involves managing activities such as systems analysis and design, project management, application programming and systems maintenance for all major e-business IT development projects. IT Operations Management. Involves the management of hardware and software, network resources. Operational activities that must be managed include computer system operations, network management, production control, and production support. Many of these management activities are automated. For example, system performance monitors monitor the processing of computer jobs and in some cases actually control operations at large data centers. Most system performance monitors supply information needed by chargeback systems. These are systems that allocate costs to users based on the information services rendered. Human Resource Management. Involves recruiting, training, and retaining qualified IS personnel. Such personnel may include managerial, technical, as well as clerical support staff. Teaching Tips This slide relates to the material on pp. 428-429.
- As e-businesses enter into the global marketplace, managing global information systems has become a vital part of managing an e-business. As shown in the slide, developing appropriate e-business IT strategies for the global marketplace should be the first step in global e-business technology management. Once this is done, end user and IS management develop the application portfolio and the technology platform needed to support the company’s strategy. In addition, as shown on the slide, managing global information technology requires taking into account the cultural, political, and geoeconomic challenges that exist in the international business community. Political Challenges. Many countries have rules regulating or prohibiting transfer of data across their national borders. Other countries limit, tax, or prohibit importation of hardware and software. Local content laws specifying value-added contributions to products required in-country and reciprocal trade agreements affecting the spending of revenue earned in the country, all complicate the management of IT in global contexts. Geoeconomic Challenges. The uneven development of the world’s economies makes it difficult to take advantage of some opportunities (such as low labor costs) and often presents obstacles such as poorly developed telecommunications and physical transportation infrastructures. Cultural Challenges. Global IT managers must be thoroughly trained in, and sensitive to, the differences in cultural values, beliefs, and practices of the host country in which the global firm seeks to do business. For example, cultural differences in work style and business relationships can determine whether cooperative teamwork or individual task work would be most suitable for a specific cultural environment. Teaching Tips This slide corresponds to Figure 12-13 on pp. 434 and relates to the material on pp. 434-449.
- Many companies are moving towards transnational strategies, in which they integrate their global e-business activities through close cooperation and interdependence among international subsidiaries and their corporate headquarters, rather than autonomously operated foreign subsidiaries, or corporate headquarters central management. Companies adopting a transnational approach rely on the Internet and related technologies as a major component of their IT platform for developing and delivering global IT applications that meet unique global business requirements. Such technologies are capable of providing the online global infrastructure needed to support global e-business and e-commerce. Companies also rely on global data resources and integrated global enterprise systems to provide regional transparent end user services. Teaching Tips This slide corresponds to Figure 12.14 on pp. 436 and relates to the material on pp. 435-436.
- Global business applications should not only be consistent with e-business IT strategies, they should also take into account business requirements caused by the nature of the industry, its competitive forces, and its environmental forces. These global business drivers include: Customer Attributes. Some industries serve customers who are global customers--customers who travel widely or have global operations. In such cases, global online transaction processing may become an e-business critical application. Global Production and Operations. When product development is assigned to subsidiaries around the world, the production process and quality control of that process can only be effectively managed by global IT. Global IT supports geographic flexibility, allowing production to be assigned to a subsidiary based on changing environmental conditions. It also can support worldwide marketing of products and services. Economies of Scale. A global company and its subsidiaries can share the use of common equipment, facilities, and people, making business processes more cost efficient. Global Collaboration. Likewise, when knowledge and expertise of a company is spread around the world, global IT is needed to support enterprise collaboration. Teaching Tips This slide corresponds to Figure 12.16 on pp. 437 and relates to the material on pp. 436-438.
- As stated earlier, the management of the IT architecture, or technology platform, is a major concern of global IT management. Management of the technology platform is not only technically complex, but carries with it numerous political and cultural challenges. These include the following: Global Computing Facilities. Establishing computing facilities internationally is a global challenge. Data centers must meet local and regional computing needs and balance global computing workloads. Hardware acquisitions may be difficult because of high prices, high tariffs and import restrictions, long lead times for government approvals, lack of local service, or spare parts. Likewise software packages developed in Europe may be incompatible with American or Asian versions. For these reasons, most global businesses contract with system integrators like EDS and IBM to manage overseas operations. Global Communication Infrastructure. As stated earlier the Internet has become a vital component in the global e-business. By connecting businesses to this online global infrastructure, companies can reduce communications and distribution costs. However, companies must be cognizant of sensitive political issues. One of the major areas of political controversy is global data access. Many countries view transborder data flows as violating their national sovereignty. Other view transborder data flows as a violation of their privacy legislation, or laws developed to protect a particular industry. Other governments regulate or monitor Internet access. Most countries, however, have come to recognize access denial as limiting their participation in the electronic commerce marketplace. Global Systems Development. Global systems development presents numerous challenges to managers. These include: - Balancing local and global system and user requirements. - Developing multilingual user interfaces. - Global standardization of data definition. For example, a ‘sale’ in one country is an ‘order booked’ in another. - Handling global time differences; global time zones make it difficult to schedule development, implementation, and maintenance activities. Late evening in one country is mid-day in another. Several strategies can be used for handling some of these issues: Application Transformation. Transform an application used by the home office into a global application. Multinational Development. Set up a multinational development team with key people from each subsidiary. Parallel Development. Parts of a system are assigned to different subsidiaries and the home office to develop, based on experience and expertise. Teaching Tips This slide relates to the material on pp. 438-443.